We partner with CEOs, boards, and investors to build strategies that don't just sit in decks — they get built, launched, and scaled. From Series A to enterprise transformation.
Most firms are exceptional at diagnosing problems. Far fewer are built to solve them — end to end, in the real world, under real constraints.
The gap between strategy and execution is where value gets destroyed. Slide decks are approved. Workshops are run. Roadmaps are published. And then nothing happens — because the people who designed the strategy have moved on to the next engagement.
"The best outcomes happen when someone with MBB training has also done the job themselves — built the team, raised the capital, managed the P&L, and lived with the consequences."
A3 Rocket Consulting was built to close that gap. We bring the analytical rigour of McKinsey, BCG, and Bain — combined with the hands-on operator experience of founders, COOs, and business builders. We don't just advise on transformation. We deliver it.
From strategy design to operational delivery — we work across the full value chain, not just the front end.
Click any practice area to explore our full service offering, methodology, and outcomes.
From greenfield hospital builds to enterprise-wide cost transformation, we bring both the strategic rigour of top-tier consulting and the operational depth of having run healthcare businesses. We've delivered $11M in savings at MD Anderson, built a 50-bed cardiac centre as COO, and designed medical tourism GTM strategies for international markets.
"Most hospital strategy fails at execution — not conception. The winning model is one where the strategy team is also accountable for the first 90 days of delivery."
From card programme design to BNPL operating models, our work spans the full payments stack. We delivered 30× growth for Capital One's Venture X card, launched BofA's BNPL wing to 45× adoption, co-founded Blufin360 (a payments ERP scaled to 1,500+ clients), and advised Zolve, BillEase, PayMongo, and Kiwibank across market entry, product design, and GTM strategy.
"The fintechs that win aren't the ones with the best product — they're the ones who figured out distribution before they ran out of runway."
We design GTM strategies that are built to execute — not just to present in a board meeting. From ICP definition to sales motion design, from partnership strategy to revenue operations, we've taken businesses from zero to scale across fintech, healthcare, SaaS, and consumer markets globally.
"The biggest GTM mistake is building the product then asking 'who do we sell this to?' ICP and distribution must be designed before the product is finalised."
A 1% improvement in price realisation typically delivers 8-11% EBITDA improvement — more than equivalent volume or cost gains. Yet pricing is consistently under-invested in and under-managed. We bring rigorous pricing science combined with practical commercial experience across cards, SaaS, payments, healthcare, and consumer businesses.
"Most businesses are leaving 15-25% of revenue on the table through sub-optimal pricing. The fix is rarely a price increase — it's a pricing architecture rebuild."
We bridge the gap. Our transformation engagements are built around a simple principle: the team that designs the future state also owns the first 100 days of delivery. From zero-based redesign to post-merger integration, we run programmes from diagnostic through to measurable outcomes — not just recommendations.
"70% of transformation programmes fail. The primary cause is not strategy — it's the handover between the people who designed the change and the people expected to deliver it."
India hosts 1,700+ GCCs employing over 1.9 million people — and the market is growing 15%+ annually. But location selection is only 10% of the decision. The real value lies in operating model design, talent strategy, and the evolution from cost centre to value centre. We've helped multinationals navigate every phase of this journey.
"The GCCs that thrive are not the ones who chose the right city. They're the ones who designed the right operating model, governance structure, and talent proposition from day one."
Q-Commerce is the fastest-growing retail channel globally — but also the most capital-intensive and operationally complex. We designed eBay Australia's dark store operating model (12× ROI), built supply chain transformation programmes for Walmart's 2,000+ locations, and helped FMCG and consumer brands design their D2C growth architecture from unit economics up.
"Most Q-Commerce businesses can't tell you their contribution margin per order by city. That's why they're burning cash. The path to profitability runs through ruthless unit economics discipline."
We've been on both sides of the table — as advisors on £3.7B M&A transactions and as operators raising capital for greenfield businesses. We build the financial models, investor narratives, and due diligence materials that close deals — and we prepare you for the questions investors actually ask, not just the ones in the deck.
"Investors don't fund business plans. They fund conviction — in the team, the market, and the model. Our job is to make all three undeniable."
We've executed PE due diligence across $200M in transactions, supported the CEO of Tesco Bank through a £3.7B acquisition by Barclays, and advised portfolio companies across fintech, healthcare, and infrastructure. Our M&A work is grounded in operational reality — we understand what actually changes post-close.
"Most M&A value is destroyed in the 90 days after close — not because the deal was wrong, but because integration planning started too late."
We designed three-layer AI strategies for hospitals, built agentic workflow frameworks for fintech operations, and evaluated AI vendors across diagnostic imaging, clinical decision support, and financial services automation. We help organisations move beyond the AI hype — to production-grade implementation that changes unit economics.
"The ROI from AI doesn't come from the model. It comes from the workflow redesign around it. Most companies skip that part — and wonder why the pilot never scales."
We've worked with Southwest Airlines, Qatar Airways, Delta, Emirates, Singapore Airlines, and Swiss Air — across revenue management, operating model transformation, co-brand card GTM, and sustainability strategy. Aviation is one of the most complex operating environments on earth, and we know it from the inside.
"Airlines with the best loyalty programmes don't just retain customers — they create a financial services business that subsidises their core aviation operations."
The best operators shouldn't be locked inside one company. Our fractional leadership model gives growth-stage businesses, PE portfolio companies, and transformation programmes access to senior operator talent — embedded, accountable, and outcome-focused — on terms that make sense for where you are in your journey.
"A fractional COO who has built a business is worth more than a full-time hire who has only advised on them. The key is accountability — they need skin in the outcome, not just the engagement."
From Capital One to Bank of America, GMO Japan to Raiffeisen Bank — our work spans cards, lending, banking, insurance, and wealth management across 4 continents. We've scaled card programmes 30×, launched BNPL to 45× adoption, and designed digital wallets reaching 3M+ active users.
"The banks that win the next decade won't be the biggest. They'll be the ones that move fastest on digital distribution while everyone else is still debating strategy."
We built Stripe's first BAT platform across 20+ jurisdictions, designed corporate card value propositions for RAMP targeting 1M+ card issuances, and built pricing architecture for platforms across multiple sectors. Our SaaS work sits at the intersection of product strategy, revenue architecture, and growth execution.
"Most SaaS companies expand revenue by adding features. The highest-leverage move is almost always fixing the pricing architecture — not the product roadmap."
As General Partners managing $90M across two PE funds at OneGen, we've evaluated 100+ deals, invested in 12 startups, and delivered 4 LP exits at 120% ROI. We also supported the CEO of Tesco Bank through a £3.7B acquisition by Barclays. We build not just the deck, but the conviction that closes rounds.
"The difference between a funded founder and an unfunded one is rarely the business. It's the ability to make an investor feel certainty about an uncertain thing."
We've redesigned supply chains for 2,000+ Walmart locations, built operational frameworks for 190-person hospital teams, delivered $16M turnarounds, and generated $2.3M in annual savings through neobanking operating model redesign. Our operations work is grounded in lean principles and real-world implementation complexity.
"The fastest path to EBITDA improvement is almost always operational — not strategic. Find the waste first, then redesign the strategy around what's actually possible."
From craft spirits to global beer conglomerates, from regulatory navigation to DTC e-commerce strategy — the beverage alcohol industry requires a unique blend of brand strategy, regulatory expertise, distribution architecture, and consumer insight. We bring MBB-grade rigour to an industry that has historically been underserved by top-tier consulting.
"The beverage alcohol brands that win the next decade won't just be the best products. They'll be the ones that figured out direct-to-consumer distribution, data-driven marketing, and regulatory arbitrage before their competitors."
We measure our work in outcomes — revenue built, costs saved, deals closed, organisations transformed. Every engagement below was delivered, not just advised on.
Every engagement follows a disciplined four-phase methodology — but we're not rigid about it. We meet you where you are and accelerate from there.
We work with a select number of clients — those who are ready to move from strategy to execution.
Ex-McKinsey · Bain · BCG · BlackRock · 2× Founder — driving strategy, partnerships, and operations across Healthcare, Fintech, Payments, Cards, Aviation, Q-Commerce, and GCC Advisory — scaling B2B/B2B2C platforms to 30× growth.
A3 operates as a senior-led, network-model consulting firm. Every engagement is led personally by Akhil — with a curated bench of specialists deployed based on your specific mandate.
When you give A3 a ₹50L or $500K mandate, you get the person whose credentials you read — not a junior associate running your engagement unsupervised. That's the guarantee.
"The person you meet is the person who does the work. No bait-and-switch. No hand-off after the pitch."
A3 operates as a senior-led advisory firm. Every engagement is led personally by Akhil — supported by a curated network of domain specialists, former MBB consultants, and sector operators assembled for each mandate.
Built from real engagements — not desk research. Every perspective below draws on data from our own client work across 15+ mandates.
Most hospital financial models are built to impress bankers, not to survive contact with a real credit committee. A DSCR of 1.05× is, in practice, one bad quarter away from a covenant breach.
The right target is 1.35× minimum in Year 2 — with a promoter standby fund covering 6 months of debt service as a backstop.
Aviation loyalty · Healthcare AI · GCC talent · Beverage & alcohol DTC · Fintech regulatory navigation — coming next.
Get in Touch →Akhil rebuilt our GTM in 8 weeks and helped us close our Series A at a valuation we did not think was possible at that stage. The diagnostic alone was worth more than the entire engagement fee.
What sets A3 apart is that Akhil has actually operated at the level he advises at. He did not just give us a framework — he sat in our board meetings, challenged our assumptions, and stayed until the numbers moved.
We brought A3 in to fix our pricing architecture. In 6 weeks they found 18% in recoverable revenue we did not know we were leaving on the table. The ROI on the engagement was over 40x.
We work with a select number of clients at any given time. Engagements are high-touch, outcome-focused, and built around your specific situation — not a generic framework.
"The best outcomes happen when someone with MBB training has also done the job themselves — built the team, raised the capital, managed the P&L, and lived with the consequences."
— Akhil J. Simha, Founder & Managing Partner, A3 Rocket Consulting